Workplace flexibility could expand dramatically soon

The federal government might soon adopt a radical private-sector initiative that gives employees the ultimate freedom in how they do their jobs. But is the public sector ready?

In recent years, the federal government has moved in fits and starts toward a more flexible workplace, with the Office of Personnel Management spearheading many of those efforts. Last year, OPM officials decided to test an industry effort that gives new meaning to workplace flexibility. As the name implies, the Results-Only Work Environment (ROWE) focuses purely on results and does not require mandatory meetings or schedules. In short: Employees are free to do their work whenever they want, as long as they get it done.

Feel like doing your grocery shopping at 3 p.m. on a Tuesday? ROWE says you can. Thinking of going fishing Friday morning? That’s OK, too. How about jet-setting to the Caribbean for two weeks? Still OK — as long as you get your work done.

In addition to supporting a better work/life balance, advocates say ROWE reduces stress and wasteful processes while increasing morale and productivity. It also challenges the current culture of “presenteeism” in which employees are physically present but not mentally engaged.

“It’s great to see such innovation in the federal government,” said Cindy Auten, general manager at the Telework Exchange. OPM is “trying something that’s worked in the private sector. [ROWE] is the ultimate work flexibility model. It focuses on the results and really draws on that new way of thinking about focusing on work output.”

But not everyone is singing ROWE’s praises. Some federal managers question whether employees will actually work in an environment that relies on personal responsibility and accountability. Others want to see their employees in the office from 9 a.m. to 5 p.m., no exceptions.

“Many organizations are rightfully worried about how they'll manage performance in this environment," said Adam Cole, director of the government practice at the Corporate Executive Board. “And a lot of that anxiety stems from the perception that performance management systems as they exist right now — without a significant portion of the workforce teleworking — are already somewhat broken.”

John Palguta, vice president of the Partnership for Public Service, said he is a big fan of ROWE but acknowledges that many government jobs don’t allow for that type of flexibility, including those of air traffic controllers, border patrol agents and transportation security personnel.

Employees who are already working in results-oriented environments will see a gradual change as more people are held accountable for getting their jobs done and "not for showing up at a particular place at a particular time and spending X number of hours behind the desk or wherever," Palguta said

“We’re not going to let prison guards work at home much,” he added. But areas that are amenable to a ROWE approach will see slow implementation as more people realize the benefits and see the results.

But the question remains: Is the public sector ready for ROWE?

More agencies are embracing flexibility, even those that haven’t traditionally been telework-friendly. The Defense Information Systems Agency, for example, has allowed its unclassified staff to work remotely for years, Auten said. The classified folks weren’t afforded the same flexibility, she added, until DISA built its classified telework center nearby Fort Meade, Md., so its classified employees can telework as well.

"It's very smart what they did, and that really helped encourage telework for a group that you may have thought was ineligible for telework," she said. "Needless to say, if DISA can find out a way to encourage telework for their employees, then anybody can do this."

FCW investigated efforts by the departments of Defense and Veterans Affairs to improve a joint data repository on military and veteran suicides. Something as impersonal and mundane as incomplete datasets could be exacerbating a national tragedy.

The National Information Exchange Model's usefulness extends far beyond its origins in justice and law enforcement.

Reader comments

Tue, Nov 1, 2011
WDC

well as a group we are not doing well at my agency but my div chief is progressive. I live in fla and work in wdc..gotta come to town 4 days per month ..stay at a telework timeshare condo in wdc..its cheaper and better than any hotel for 4 days 5 nights !

Thu, Sep 29, 2011

I too, like Olde Sarge, would spend almost 3.5-4 hours/day commuting. I would always think to myself that I HAD to get another job on days that took 2 hours plus. I moved from Loudoun County to Richmond and now telecommute 3 days a week and it is so much more productive and a better work/life balance for me. Thankfully my manager decided to allow this situation. If you are a good manager, you should be able to know if the work is getting done regardless of where the person is housed!

Wed, Sep 28, 2011
Coloradoite

It's currently hard to even get permission to telework here as upper management doesn't trust that people will be working. "If I can't see you, you won't be working" seems to be the mantra. This may happen in DC, but it will NEVER happen here in Denver unless its FORCED upon the management staff. There will be some reason to deny it. Just as furhter telework has been stopped due to needing government furnished equipment, but no money to buy the equipment, or the contract is always being protested, so no equipment.

Wed, Sep 28, 2011

I can work anytime I want. I am encouraged to work afterhours, weekends, holidays. But I am also required to be in the office from 7AM to 5PM Monday through Friday. And i must answer those Blackberry emails immediately no matter what time of day they get sent.

Wed, Sep 28, 2011
frustrated

Managers that are concerned about people that "actually work in an environment that relies on personal responsibility and accountability. Others want to see their employees in the office from 9 a.m. to 5 p.m., no exceptions." have no business being in management. Their net results are more distructive than constructive. It is rare to find a Federal manager that is actually a productive manager.